Based on the relationship management paradigm and the job demands-resources model, we proposed a relational theory of employee engagement integrating employees’ immediate supervisors’ authentic leadership behaviors and perceived transparent organizational communication as antecedents of employee engagement and contextual performance behavior and turnover intention as behavioral outcomes that engagement leads to. Employee survey (N = 727) results identified perceived transparent communication and employee engagement as key mediators between perceived authentic leadership and individual employee behavioral outcomes. Our study provided a fresh, interdisciplinary perspective to revisiting relationship management function, testing immediate supervisors’ leadership exchange and an overall transparent organizational communication climate as both relationship cultivation strategies and supportive workplace resources. Our findings also reinforced the value of transparent organizational communication in cultivating relationships with and fostering engagement of an organization’s stakeholders that prior literature called for more research about. In addition, it added more into the relatively limited but growing body of research on authentic leadership in association with organizational communication, engagement and other employee behavioral and organizational outcomes. We also discussed theoretical and practical implications of the study.

基于关系管理范式和工作需求-资源模型，我们提出了一种员工敬业度的关系理论，将员工直属上司的真实领导行为整合在一起，并将透明的组织沟通视为员工敬业度的先决条件，并将情境绩效行为和离职意图视为行为参与导致的结果。员工调查（ñ = 727）的结果将感知的透明沟通和员工敬业度视为感知的真实领导力与员工个人行为结果之间的关键中介。我们的研究为重新关系管理功能，测试直属上司的领导层交流和整体透明的组织沟通环境提供了崭新的，跨学科的视角，将其作为关系培养策略和支持性工作场所资源。我们的发现还增强了透明的组织交流在与组织的利益相关者建立关系并促进其参与方面的价值，而先前的文献则要求对此进行更多研究。此外，它在与组织沟通，敬业度以及其他员工行为和组织成果相关的关于真正领导力的相对有限但不断增长的研究中增加了更多内容。我们还讨论了该研究的理论和实践意义。